an opportunity for change

Conflict Coaching for Individuals

  Permanently reduce the damaging effects of conflict in your organisation with specialist conflict coaching

effects of conflict

Conflict can be Corrosive

Workplace conflict can be extremely damaging.  It has both a human cost, and places a significant financial burden on the organisation. 

 

Many organisations are not getting to the root of the problem.  They:

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Managing conflicts is an essential workplace skill, and can be learnt through specialist coaching.

What sort of issues can be addressed through conflict coaching?

Ben is a junior manager
He spends several hours each week listening to complaints from team members about each other.  He is unsure how to help his team resolve their conflicts.  Afraid of making matters worse, he does nothing.
Sophie is a director.
She is demanding of the people who work for her. She is quick to find someone to blame when things go wrong. Often she blames publicly. Afraid of attracting criticism, her direct reports hide their errors and rarely speak up in meetings.
Tom is an exceptional performer...
but avoids conflict at all costs. He struggles to give constructive feedback to his team, which contains several strong characters. As a result, they miss out on opportunities to learn from him.
Bill has strong views about how his department should be managed.
He is aggressive and intimidating in his dealings with his colleagues, forcing his ideas through. They are resentful, disengaged, and considering leaving the company.
Alice is a talented junior employee
She has great ideas in relation to a big client project. She works in a team of extroverts who prefer to brainstorm and debate in large meetings. She withdraws entirely from debate, and is so concerned about her ideas being challenged publicly that she doesn’t raise them at all. She is concerned about ‘fit’ and will probably leave.
Ahmed and Daisy joined as junior colleagues.
They are in the same department. They are over-competitive, dismiss others’ ideas and are unable to work collaboratively
Paul is a consummate office politician...
... he is unable to communicate openly and honestly. He gets his own way using a divide and conquer strategy, building mini-allegiances and criticising colleagues behind their backs. As a result, his colleagues do not trust him.
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Ben in a junior manager
He spends several hours each week listening to complaints from team members about each other.  He is unsure how to help his team resolve their conflicts.  Afraid of making matters worse, he does nothing.
Sophie is a director.
She is demanding of the people who work for her. She is quick to find someone to blame when things go wrong. Often she blames publicly. Afraid of attracting criticism, her direct reports hide their errors and rarely speak up in meetings.
Tom is an exceptional performer...
but avoids conflict at all costs. He struggles to give constructive feedback to his team, which contains several strong characters. As a result, they miss out on opportunities to learn from him.
Bill has strong views about how his department should be managed.
He is aggressive and intimidating in his dealings with his colleagues, forcing his ideas through. They are resentful, disengaged, and considering leaving the company.
Alice is a talented junior employee
She has great ideas in relation to a big client project. She works in a team of extroverts who prefer to brainstorm and debate in large meetings. She withdraws entirely from debate, and is so concerned about her ideas being challenged publicly that she doesn’t raise them at all. She is concerned about ‘fit’ and will probably leave.
Ahmed and Daisy joined as junior colleagues.
They are in the same department. They are over-competitive, dismiss others’ ideas and are unable to work collaboratively
Paul is a consummate office politician...
... he is unable to communicate openly and honestly. He gets his own way using a divide and conquer strategy, building mini-allegiances and criticising colleagues behind their backs. As a result, his colleagues do not trust him.
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All of these conflict behaviours are damaging. 

They lead to:

Reduced productivity and engagement

Stress and anxiety

Absences

Valued employees leaving 

Bullying and harassment claims

Wasted management time dealing with the conflict

The good news is that all of these conflict behaviours are coachable, in a way which:

How is our conflict management different

from traditional coaching or training?

1

We are specialist conflict coaches.  We are trained in the CINERGY™ method of conflict management coaching and the Boss Whispering™ method of training abrasive leaders.

2

We are also accredited workplace mediators and trainers.  

3

The coaching is specifically focused on how the individual handles conflict, and the impact of their conflict behaviours.

4

The coaching also develops understanding of the different conflict styles of co-workers, and the skills needed to deal with them.

5

We coach specific, tailored strategies to repair and build productive workplace relationships.

6

We provide specialist coaching to managers, equipping them with the conflict management skills they need to deal effectively with conflict in their own teams.

7

We provide a ‘pulse check’ after coaching has concluded to measure improvements and demonstrate ROI.

what to expect

What can you expect from the specialist

conflict coaching?

Marked improvement in ability to manage conflict

Quick results: usually by 3rd or 4th session

Benefits the whole team, not just the individual

Coaching benefits employees (and employers) in a number of ways:

Through conflict coaching, Gooding & Crow helped me to shift my mindset and taught me to use different tools and approaches to clearly communicate what I needed out of the relationship.

Managing conflicts is an essential workplace skill, and can be learnt through specialist coaching.

what to expect

What does the coaching programme involve?

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What is the total investment in the programme?

Our fees for specialist conflict coaching are £200 per hour, and the programme usually takes around 8 – 10 hours to complete.  

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who you'll be working with

Introducing the Coaches

Emma Gooding and Vanessa Crow are specialists in the field of workplace dispute resolution.  They have 30 years’ combined experience in resolving high conflict employment and workplace disputes, are trained CINERGY™ conflict management coaches and have received specialist training in the Boss Whispering™ method of coaching abrasive leaders.  They are also accredited workplace mediators.

 

Vanessa or Emma would be delighted to speak to you (without obligation on your part) to discuss your situation, and how specialist conflict coaching may be able to help your organisation.